Results 1 - 10
of
199
On the dimensionality of organizational justice: A construct validation of a measure
- The Journal of Applied Psychology
, 2001
"... This study explores the dimensionality of organizational justice and provides evidence of construct validity for a new justice measure. Items for this measure were generated by strictly following the seminal works in the justice literature. The measure was then validated in 2 separate studies. Study ..."
Abstract
-
Cited by 279 (6 self)
- Add to MetaCart
(Show Context)
This study explores the dimensionality of organizational justice and provides evidence of construct validity for a new justice measure. Items for this measure were generated by strictly following the seminal works in the justice literature. The measure was then validated in 2 separate studies. Study 1 occurred in a university setting, and Study 2 occurred in a field setting using employees in an automobile parts manufacturing company. Confirmatory factor analyses supported a 4-factor structure to the measure, with distributive, procedural, interpersonal, and informational justice as distinct dimensions. This solution fit the data significantly better than a 2- or 3-factor solution using larger interactional or procedural dimensions. Structural equation modeling also demonstrated predictive validity for the justice dimensions on important outcomes, including leader evaluation, rule compliance, commitment, and helping behavior. Individuals are the subject of decisions virtually every day of their organizational lives. Some of these decisions deal with the salaries individuals make, some deal with the projects they per-form, and some deal with the social settings in which they func-tion. These decisions have both economic and socioemotional consequences, many of which form the foundation for why indi-
Retaliation in the workplace: The role of distributive, procedural, and interactional justice.
- Journal of Applied Psychology,
, 1997
"... The authors investigated the relationship between organizational justice and organizational retaliation behavior-adverse reactions to perceived unfairness by disgruntled employees toward their employer-in a sample of 240 manufacturing employees. Distributive, procedural, and interactional justice i ..."
Abstract
-
Cited by 181 (3 self)
- Add to MetaCart
The authors investigated the relationship between organizational justice and organizational retaliation behavior-adverse reactions to perceived unfairness by disgruntled employees toward their employer-in a sample of 240 manufacturing employees. Distributive, procedural, and interactional justice interacted to predict organizational retaliation behavior. A relation between distributive justice and retaliation was found only when there was low interactional and procedural justice. The 2-way interaction of distributive and procedural justice was observed only at a low level of interactional justice, and the 2-way interaction of distributive and interactional justice was observed only at a low level of procedural justice.
An integrative framework for explaining reactions to decisions: Interactive effects of outcomes and procedures.
- Psychological Bulletin,
, 1996
"... The authors suggest that procedural and distributive factors interactively combine to influence individuals' reactions to their encounters with other people, groups, and organizations. Results from 45 independent samples (reviewed herein) show that (a) level of procedural justice is more posit ..."
Abstract
-
Cited by 153 (4 self)
- Add to MetaCart
(Show Context)
The authors suggest that procedural and distributive factors interactively combine to influence individuals' reactions to their encounters with other people, groups, and organizations. Results from 45 independent samples (reviewed herein) show that (a) level of procedural justice is more positively related to individuals' reactions when outcome fairness or valence is relatively low and (b) level of outcome fairness or valence is more positively related to individuals' reactions when procedural justice is relatively low. They present various explanations of the interaction effect. Theoretical progress may be achieved through future efforts to delineate the conditions under which each of the explanations is more versus less likely to account for the interaction. Psychologists have long been interested in explaining individuals' reactions to their encounters with other people, groups, and organizations. Indeed, inquiry into this topic over the past 35 years has consisted of three major waves. The first wave of theory and research dealt with distributive issues, that is, the effects on individuals of the outcomes associated with their relationships or encounters. For example, social exchange theorists suggested that people react more favorably when the valence of the outcomes which they receive is relatively positive (Romans, 1961). Equity theory also provided a prominent outcome-oriented viewpoint. According to equity theorists, distributive justice-defined as the perceived proportion of individuals' inputs into and outcomes derived from the relationship in comparison with the inputs and outcomes of relevant others-shapes individuals' work motivation and job satisfaction The second wave of theory and research revealed that individuals' reactions also depend on the fairness of the procedures used by the other party to plan and implement resource allocation decisions. Most notably,
Trust as a Mediator of the Relationship Between Organizational Justice and Work Outcomes: Test of a Social Exchange Model,’
- Journal of Organizational Behavior,
, 2002
"... Summary Data obtained from full-time employees of a public sector organization in India were used to test a social exchange model of employee work attitudes and behaviors. LISREL results revealed that whereas the three organizational justice dimensions (distributive, procedural and interactional) w ..."
Abstract
-
Cited by 108 (0 self)
- Add to MetaCart
Summary Data obtained from full-time employees of a public sector organization in India were used to test a social exchange model of employee work attitudes and behaviors. LISREL results revealed that whereas the three organizational justice dimensions (distributive, procedural and interactional) were related to trust in organization only interactional justice was related to trust in supervisor. The results further revealed that relative to the hypothesized fully mediated model a partially mediated model better fitted the data. Trust in organization partially mediated the relationship between distributive and procedural justice and the work attitudes of job satisfaction, turnover intentions, and organizational commitment but fully mediated the relationship between interactional justice and these work attitudes. In contrast, trust in supervisor fully mediated the relationship between interactional justice and the work behaviors of task performance and the individually-and organizationally-oriented dimensions of citizenship behavior.
Fairness perceptions and trust as mediators for transformational and transactional leadership: A two-sample study
- Journal of Management
, 1999
"... This research presents a comprehensive model of relationships between transformational and transactional leadership, procedural and distributive justice, trust, job satisfaction, organizational commitment, and organizational citizenship behaviors (OCBs). Structural equation modeling was used to test ..."
Abstract
-
Cited by 107 (0 self)
- Add to MetaCart
(Show Context)
This research presents a comprehensive model of relationships between transformational and transactional leadership, procedural and distributive justice, trust, job satisfaction, organizational commitment, and organizational citizenship behaviors (OCBs). Structural equation modeling was used to test a theoretical model with two independent samples that were comprised of 192 and 155 matched leaders and subordinates. Several rival models were also tested. Finally, “stacked” modeling techniques showed that the parameter estimates developed from the two samples were invariant except for one additional relation-ship, which was significant in the second sample only. The results supported the indirect effect of transformational leadership on OCBs through procedural justice and trust. Implications and directions for future research are discussed. © 1999 Elsevier Science Inc. All rights reserved. In the last decade, the focus of leadership research has shifted from tradi-tional or transactional models of leadership to a new genre of leadership theories, all of which have charisma as their central concept. This may be, in part, because of their promise of extraordinary individual and organizational outcomes and, in part, due to the inherent “romance of charisma ” (House & Shamir, 1993; Meindl, 1990). The present research focuses on the theory of transactional and transfor-mational leadership, which was initially developed by Burns (1978) and further refined by Bass (1985).
Assessing Affirmative Action
, 1999
"... Although the debate over Affirmative Action is both high-profile and high-intensity, neither side’s position is based on a well-established set of research findings. Economics provides an extensive, well-known literature on which to draw regarding the existence and extent of labor market discriminat ..."
Abstract
-
Cited by 86 (1 self)
- Add to MetaCart
Although the debate over Affirmative Action is both high-profile and high-intensity, neither side’s position is based on a well-established set of research findings. Economics provides an extensive, well-known literature on which to draw regarding the existence and extent of labor market discrimination against women and minorities, although views may often conflict, and a less extensive but also well-known literature on the effects of Affirmative Action on the employment of women or minorities. However, research by economists provides much less evidence and even less of a consensus on the question of whether Affirmative Action improves or impedes efficiency or performance, which is perhaps the key economic issue in the debate over Affirmative Action. This review focuses on all of these issues regarding Affirmative Action, but the major focus is on the efficiency/performance question. All in all, the evidence suggests to us that it may be possible to generate Affirmative Action programs that entail relatively little sacrifice of efficiency. Most importantly, there is at this juncture very little compelling evidence of deleterious efficiency effects of Affirmative Action. This does not imply that such costs do not exist, nor that the studies we review have captured the overall welfare effects of Affirmative Action. It does imply, though, that the empirical case against Affirmative Action on the
Trust, trustworthiness, and trust propensity: A metaanalytic test of their unique relationships with risk taking and job performance.
- Journal of Applied Psychology,
, 2007
"... The trust literature distinguishes trustworthiness (the ability, benevolence, and integrity of a trustee) and trust propensity (a dispositional willingness to rely on others) from trust (the intention to accept vulnerability to a trustee based on positive expectations of his or her actions). Althou ..."
Abstract
-
Cited by 86 (1 self)
- Add to MetaCart
The trust literature distinguishes trustworthiness (the ability, benevolence, and integrity of a trustee) and trust propensity (a dispositional willingness to rely on others) from trust (the intention to accept vulnerability to a trustee based on positive expectations of his or her actions). Although this distinction has clarified some confusion in the literature, it remains unclear (a) which trust antecedents have the strongest relationships with trust and (b) whether trust fully mediates the effects of trustworthiness and trust propensity on behavioral outcomes. Our meta-analysis of 132 independent samples summarized the relationships between the trust variables and both risk taking and job performance (task performance, citizenship behavior, counterproductive behavior). Meta-analytic structural equation modeling supported a partial mediation model wherein trustworthiness and trust propensity explained incremental variance in the behavioral outcomes when trust was controlled. Further analyses revealed that the trustworthiness dimensions also predicted affective commitment, which had unique relationships with the outcomes when controlling for trust. These results generalized across different types of trust measures (i.e., positive expectations measures, willingness-to-be-vulnerable measures, and direct measures) and different trust referents (i.e., leaders, coworkers).
Leadership and organizational justice: Similarities and differences across cultures
- Journal of International Business Studies
, 1999
"... International management scholars and practitioners agree that manag-ers cannot simply assume that lead-ership behaviors effective in one culture can be readily transferred to other cultures. This study examines the relationship of transformational leadership and leader member ex-change to organizat ..."
Abstract
-
Cited by 36 (1 self)
- Add to MetaCart
(Show Context)
International management scholars and practitioners agree that manag-ers cannot simply assume that lead-ership behaviors effective in one culture can be readily transferred to other cultures. This study examines the relationship of transformational leadership and leader member ex-change to organizational justice and job satisfaction in five separate cultures. Results indicate that while there is consistent support for some of the proposed linkages, there are also some interesting differences across cultures. Implications for theory and future research on inter-national business are discussed. T he role that organizational justice plays in new paradigms of leader-ship, such as transformational leader-ship and leader member exchange (LMX), has only recently begun to re-ceive research attention (e.g., Manog-
The perceptions of fair interpersonal treatment scale: Development and validation of a measure of interpersonal treatment in the workplace
- Journal of Applied Psychology
, 1998
"... The Perceptions of Fair Interpersonal Treatment (PFIT) scale was designed to assess employees ' perceptions of the interpersonal treatment in their work environment. Analyses of the factor structure and reliability of this new instrument indicate that the PFIT scale is a reliable instrument com ..."
Abstract
-
Cited by 32 (0 self)
- Add to MetaCart
(Show Context)
The Perceptions of Fair Interpersonal Treatment (PFIT) scale was designed to assess employees ' perceptions of the interpersonal treatment in their work environment. Analyses of the factor structure and reliability of this new instrument indicate that the PFIT scale is a reliable instrument composed of 2 factors: supervisor treatment and coworker treatment. It was hypothesized that the PFIT scale would be positively correlated with job satisfaction variables and negatively correlated with work withdrawal, job withdrawal, experiences of sexual harassment, and an organization's tolerance of sexual harassment. Results based on 509 employees in a private-sector organization and 217 female faculty and staff members at a large midwestern university supported these hypotheses. Arguments that common method variance and employees ' dispositions are responsible for the signifi-cant correlations between the PFIT scale and other job-related variables were eliminated. The implications of these results are discussed. Fair treatment in the workplace has received increased attention by organizational researchers (Cropanzano & Randall, 1993). Although research on the general con-
Survivor reactions to reorganization: Antecedents and consequences of procedural, interpersonal, and informational justice
- Journal of Applied Psychology
, 2002
"... This study tested a model of survivor reactions to reorganization, which incorporated multiple predictors and consequences of procedural, interpersonal, and informational justice. The 3 justice types had different correlates: all 4 antecedents (employee input, victim support, implementation, and co ..."
Abstract
-
Cited by 25 (0 self)
- Add to MetaCart
(Show Context)
This study tested a model of survivor reactions to reorganization, which incorporated multiple predictors and consequences of procedural, interpersonal, and informational justice. The 3 justice types had different correlates: all 4 antecedents (employee input, victim support, implementation, and communication quality) predicted interpersonal fairness, implementation and communication quality were associated with informational fairness, and employee input was the sole predictor of procedural justice. Procedural justice was strongly related to all 4 outcome variables, and interpersonal and informational justice added unique variance to the prediction of trust in management. The reorganization effort was still predictive of employee outcomes, although primarily through procedural justice approximately 1 year after its completion.
